Back

Working with me 101

I work where technology, people, and business pressure meet. My job is to make complex situations clearer, turn ambition into operating systems, and help teams deliver work that is useful, commercially sound, and worth being proud of.

Background

  • Studied Law (LLM, Jagiellonian University), followed by a lawyer’s apprenticeship.
  • Career path started in law and business development, including years representing European transport companies.
  • Pivoted into tech from frontend development, then moved into automation, operating models, and technology leadership.
  • Today I lead development teams as Managing Director & CTO at VML Poland.
  • Experienced in coaching, consulting, and training in soft skills; I even co-edited a Polish personal development e-magazine.
  • Beyond coding, my heart beats for cinematography, photography, motorsport, and cycling.

How I think

  • I reduce complex situations to facts, assumptions, risks, and decisions.
  • I prefer the smallest working version that creates real signal before scaling anything.
  • I look for second-order effects: what a decision changes after the obvious first step.
  • I value clear judgment more than consensus theatre.
  • I learn fast, but I do not treat novelty as value by itself. Technology matters when it changes leverage, quality, or business outcomes.

How I communicate

  • Be direct, specific, and well-prepared. I like the point, the context, and the recommended path.
  • Bring the source of truth, not only opinions. Data, examples, and actual constraints beat abstract debate.
  • For complex topics, give me time to think before forcing a decision.
  • Async works well for me when the expected output is clear.
  • I do not need polished theatre. I need honest signal.

How I lead

  • I can make hard decisions without becoming hard on people. Even when the call is difficult, I try to leave the room with everyone's dignity intact.
  • I do not measure people by title, seniority, or political weight. I care about the quality of thinking, ownership, and intent someone brings to the work.
  • I lead through clarity, trust, standards, and economics: people-first does not mean avoiding accountability.
  • I trust competent people and prefer ownership over supervision.
  • I care about strategy and results, but I am flexible on process - if there is a better way, bring it forward.
  • Like to keep the mood calm and composed, even during tough projects; stress rarely shows on the surface.

Where I add value

  • Turning ambiguity into structure, ownership, and next actions.
  • Connecting technology strategy with business economics.
  • Building operating models that make reality visible.
  • Keeping calm and focused, even in high-pressure situations.
  • Moving from unfamiliar territory to useful leadership responsibility quickly.

Standards I respect

  • I value the rare excellence hidden in ordinary things: being on time, being kind, being precise, and doing what you said you would do.
  • These standards do not require a title, budget, or permission. Anyone can practice them, and they compound trust faster than most grand gestures.
  • I respect people who make work easier for others by being reliable in small moments.

Friction I try to avoid

  • Long recurring meetings without an agenda, decision, or artifact.
  • Projects without a clear owner, goal, or definition of done.
  • Process used as a substitute for judgment, generic advice that ignores context, and urgency that creates noise instead of progress.

Personal signal

  • Family, film, photography, books, cycling, and motorsport keep me connected to craft, observation, and life outside the operating model.
  • I love learning new things, especially when they make me harder to define. I do not want to become a neat professional category; I want range, depth, and a few unexpected edges.
  • Long term, I want to direct films. That ambition quietly shapes how I think about attention, emotional truth, and the difference between activity and meaning.